European Journal of Information Systems - Special section: PACIS 2004
ERP systems as an enabler of sustained business process innovation: A knowledge-based view
The Journal of Strategic Information Systems
Information Systems Research
Thar's gold in them thar constructs
ACM SIGMIS Database
Manufacturing & Service Operations Management
The strategic value of IT insourcing: An IT-enabled business process perspective
The Journal of Strategic Information Systems
Research team integration: what it is and why it matters
Proceedings of the ACM 2011 conference on Computer supported cooperative work
Information Systems Research
Information Technology and Management
From inter-agency information sharing to open data: a case study of Taiwan E-Government
Proceedings of the 6th International Conference on Theory and Practice of Electronic Governance
Market Value Impacts of Information Technology Enabled Supply Chain Management Initiatives
Information Resources Management Journal
Commodity or competitive advantage? Analysis of the ERP value paradox
Electronic Commerce Research and Applications
How do competitive environments moderate CRM value?
Decision Support Systems
Integrating ERP and e-business: Resource complementarity in business value creation
Decision Support Systems
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The notion of integration is central to the understanding of organizations in general as well as of contemporary phenomena such as e-commerce, virtual organizations, virtual teams, and enterprise resource planning (ERP) implementation. Yet, the concept of integration is ill-defined in the literature, and the impact of achieving high levels of integration is not well understood. The present paper addresses these issues. Drawing on the literature of several fields, this paper proposes the concept oforganizational integration (OI), which is defined as the extent to which distinct and interdependent organizational components constitute a unified whole. Six types of OI are identified: two intraorganizational OI (internal-operational, internal-functional) and four interorganizational OI (external-operational-forward, external-operational-backward, external-operational-lateral, and external-functional). This paper then presents a model and develops 14 propositions to predict (1) the effort needed to implement different types of OI, (2) the impact different types of OI will have on organizational performance, and (3) how six factors (interdependence, barriers to OI, mechanisms for achieving OI, environmental turbulence, complexity reduction mechanisms, and organizational configurations) influence the relationship between OI types, implementation effort, and organizational performance. The OI framework and model are then used to develop 14 propositions for ERP implementation research and to explain the findings of recent research on integration.